Here are some of Zuckerberg's most notable business leadership and management principles.
Mark Zuckerberg has been at the helm of Facebook, now Meta, since he created it in his Harvard dorm room 20 years ago.
And though he's perhaps best known for his "Move fast and break things" mantra , he's since evolved the phrase and shared plenty of other leadership and management tidbits in the two decades he's been running one of the world's largest companies.
"I don't think you want a management structure that's just managers managing managers , managing managers, managing managers, managing the people who are doing the work," Zuckerberg said in an internal Q&A last year.
"I kind of think the way a founder should work is you should basically make as many decisions and get involved in as many things as you can," he said earlier this year.
"That's something that I guess I've just gotten more confident in over time, is just sort of feeling like hey, yeah I can go deep on all this stuff and push it in a direction that I think, and yeah not everything is going to go well in the near term but you just learn, rinse, and repeat," he added. "Do good work over a long period of time."
"I actually like trying to have a rule… for every hour of meeting that I have, the team sends out the pre-reads in advance," he told Forbes last year. "I want to have at least an hour to read the materials and think about it. And then I want to have at least an hour to follow up with different people after the meeting."
Execute, execute, execute
You're probably worrying about the competition too much, Zuckerberg says.
"I think most companies probably focus too much on competitors, and maybe even focus too much on ideas," he said in the Forbes interview. "And I think at the end of the day, a lot of what makes great companies great is the ability to just relentlessly execute, and efficiently execute and do that rigorously and just get better and better at it all the time."
That year, the company came to define moving fast as "acting with urgency and not waiting until next week to do something you could do today" and "continuously working to increase the velocity of our highest priority initiatives by methodically removing barriers that get in the way."
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